Chapter 1 - Lecture Slides
Chapter 1 - Lecture Slides
Lecture 1
People management: personnel
management and human resource
management
Learning outcomes
• Staffing objectives
• Performance objectives
• Change management objectives
• Administration objectives
Torrington et al (2009)
The ‘Ulrich model’ of HRM
But…
• Unitarist:
– conflict is ‘wrong’
• Pluralist:
– conflict is not ‘wrong’ but must be
managed
• Radical/critical:
– conflict is inevitable – and may be
‘right’.
The ‘Harvard model’ of HRM
Stakeholder
Interests
Shareholders
Management
Employee Groups
Government
Community
Unions
HRM Policy Choices HR Outcomes Long-term
Consequences
Employee influence Commitment
Human resource flow Competence Individual well being
Reward systems Congruence Organisational
Work systems Cost effectiveness effectiveness
Societal well-being
Situational Factors
Figure 1.1: A map of the HRM territory: the ‘Harvard model’ from Beer et al (1984,
p.16).
Key aspects of the ‘ideal types’
of PM & HRM